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7: MANAGING FOR INCLUSION: EQUALITY & WORKPLACE DIVERSITY (SOCIAL…
7: MANAGING FOR INCLUSION: EQUALITY & WORKPLACE DIVERSITY
WORKPLACE DIVERSITY
diversity
describes differences among individuals
age, race, ethnicity, gender, physical characteristics, mental & physical ability, personal ability, sexual orientation
workplace diversity
refers to differences across people at work, also including:
religious beliefs, educational attainment, experience, family status, parental status, pregnancy
Diversity of Australian workplace:
28% born overseas, third highest in the world
over 300 languages
increasing women in labour
increase of dual-earner households
embracing LGBT community
1 of core labour standards of International Labour Organisation (eliminate discrimination)
anti-discrimination, equal op. legislation in Australia
increasing diversity of consumers due to globalisation
necessary for continuous innovation
changing composition of labour market
SOCIAL IDENTITY THEORY
IN & OUT GROUPS
social identity is validated by 'in groups' rather than 'out groups'
it is
easier
to
communicate
with other
members
of
in group
as they are more predictable, trustworthy
shared
social identity increases perceived differences between individuals belonging to different social categories
the
success of organisational diversity initiatives is dependent upon mitigating these perceived differences
SOCIAL DILEMMAS OF WORKPLACE DIVERSITY
INDIVIDUAL PARTICIPATION
success of diversity initiatives is dependent on employee embracing/resisting
formation of
subgroups
can restrict movement of information
exclusion
can form further informal subgroups
MANAGERIAL PARTICIPATION
consequence of dilemma of individuals
managers likely to recruit individuals like themselves
individuals may seek out managers similar to them
those that don't
fit in
often leave
can result in
power battles
ORGANISATIONAL PARTICIPIATION
dependant on how well individual & managerial participation is addressed
incorrect perceptions in relation to the relationship between homogenous workers and employee turnover
belief that diversity doesn't benefit organisations, only society
focus on short term costs and not long term benefits
barriers for selecting highly talented candidates due to prejudice
OVERCOMING DILEMMAS
MANAGEMENT PROBLEM
restructuring incentives
assisting individuals to realise their self-interest is facilitated by diversity
measurable objectives for diversity
superordinate goals that can only be achieved through diversity
encouraging work environment
keeping teams small
measuring managerial performance from a long-term perspective
embedding diversity in mission and vision statements
PUBLIC POLICY PROBLEM
avoid creating legislation that creates 'protected classes'
develop legislation that requires firms to implement diversity initiatives
don't focus on encouraging just diversity, but effective diversity
educational curricula at primary/secondary level
GLASS CIELING
A phenomenon that limits the advancement of women and other minority groups to senior managerial positions in organisations
only 25% of manager positions in Australia are held by women
40% of all senior executive positions are filled by women in public sector
overcoming
changing societal norms
eliminating stigmatisation of men who stay home
introduce paid parental leave for men
gender quotas for company boards
READING